Coaching Report # 5

Traditional Coaching versus Behavioral Coaching:
-in the Workplace
There are 2 primary coaching models: -the Traditional Model and the Behavioral Model.
.-The Traditional Model does not include the objective of achieving any sustainable, measurable behavioral change in its coaching equation whilst the Behavioral Model includes a wide range of validated behavioral tools and techniques (instruments) and several coaching methods/approaches derived from the behavioral sciences (such as; Appreciative Coaching, Solution Focused Coaching, Cognitive Coaching etc). The coach selects the most effective behavioral instruments and methods appropriate to the intervention they are working on and uses them within a scientifically proven seven-step framework (the Behavioral Coaching Model). This standardized delivery platform or codification of practice presents uniformity in the coaching process and permits accountability, ease of reporting, measurement, auditing and benchmarking.

The traditional coach develops and relies upon a system (eg; the GROW model) that includes a short series of steps, tools, and techniques that can be replicated with consistency. The model provides a simple structure for the very busy line manager who simply hasn’t the time for ‘meaningful’ dialogue with the line worker

These traditional “starter” coaching efforts use a simplistic goal-setting training model that is limited in application to increasing the performance of lower order ‘mechanical skill task sets’ (eg; for process workers) -that do not require any change of thinking, behavior etc. This outdated, negative model focuses on the “how to do” and “how to do it better”. It contains the underlying negative assumption that something is being done incorrectly and fails to look at the obstacles that are in the way to achieving the desired result. The traditional model also focuses on one component (eg; learning a specific skill, technique or a remedial issue) rather than the whole (eg; taking a holistic approach to understanding aspects that affect the execution of a task). The coachee is treated as a passive observer and coerced into following a set action plan rather than challenged to think through specific problems and discover solutions. The coach following a set routine of questioning and listening does not allow any real time for personal “self-discovery” or personal growth by the coachee. Frequently the coachee is forced to accept a cookie-cutter “personality profile” of themselves and their weaknesses. .

Traditional coaching works best with a “process worker” who is ready for action and needs a nudge. However, many “coaches” are still using the traditional coaching model with all persons and in all circumstances -so no matter how many nudges they give, or how many great questions they ask, many of the coachees find themselves going around in circles. The coachee is simply unable to keep on track to completing the goals they have set. They want them, they may even need them, but they are unable to maintain the focus and do not follow through on the agreed-upon actions needed to achieve success.

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